2022-05-10T07:14:41-05:00 2021-06-30 990 2020-07-01 521341890 JOHNS HOPKINS BAYVIEW MEDICAL CENTER INC JOHN 4439975771 3910 KESWICK RD S BLDG NO 4300A BALTIMORE MD 21211 CARL FRANCIOLI V.P. FINANCE/CFO 4439975771 2022-05-10 CARL FRANCIOLI XXX-XX-XXXX 3 AAL1 IAL1 2020 2022-09-23 18:48:47Z CARL FRANCIOLI 4940 EASTERN AVENUE BALTIMORE MD 21224 735446280 0 X HTTP://WWW.HOPKINSMEDICINE.ORG/JOHNS_HOPKINS_BAYV X 1984 MD JOHNS HOPKINS BAYVIEW MEDICAL CENTER, A MEMBER OF JOHNS HOPKINS MEDICINE, PROVIDES COMPASSIONATE HEALTH CARE THAT IS FOCUSED ON THE UNIQUENESS AND DIGNITY OF EACH PERSON WE SERVE. WE OFFER THIS CARE IN AN ENVIRONMENT THAT PROMOTES, EMBRACES AND HONORS THE DIVERSITY OF OUR GLOBAL COMMUNITY. WITH A RICH AND LONG TRADITION OF MEDICAL CARE, EDUCATION AND RESEARCH, WE ARE DEDICATED TO PROVIDING AND ADVANCING MEDICINE THAT IS RESPECTFUL AND NURTURING OF THE LIVES OF THOSE WE TOUCH. 14 11 4005 0 5503072 0 47316736 19858420 565111859 637582875 620568 3777175 57327828 60881473 670376991 722099943 4762500 2405786 0 0 275817604 279585675 0 0 0 383162753 420999602 663742857 702991063 6634134 19108880 440914055 450759942 462104184 380712971 -21190129 70046971 X JOHNS HOPKINS BAYVIEW MEDICAL CENTER'S DEPARTMENT OF MEDICINE IS COMMITTED TO THE PRACTICE OF PRIMARY AND SPECIALITY MEDICAL CARE, THE TEACHING OF MEDICAL STUDENTS, RESIDENTS, FELLOWS, ALLIED HEALTH PROFESSIONALS, AND PHYSICIANS, RESEARCH AND DEVELOPMENT IN BASIC SCIENCE, CLINICAL CARE, HEALTH SERVICES DELIVERY, AND MEDICAL EDUCATION, ADMINISTRATION OF MEDICAL ACTIVITIES. 0 0 173820249 119584778 DEPARTMENT OF MEDICINE: THE DEPARTMENT OF MEDICINE IS COMMITTED TO THE PRACTICE OF PRIMARY AND SPECIALTY MEDICAL CARE, THE TEACHING OF MEDICAL STUDENTS, RESIDENTS, FELLOWS, ALLIED HEALTH PROFESSIONALS, AND PHYSICIANS, RESEARCH AND DEVELOPMENT IN BASIC SCIENCE, CLINICAL CARE, HEALTH SERVICES DELIVERY, AND MEDICAL EDUCATION, ADMINISTRATION OF MEDICAL ACTIVITIES AT JOHNS HOPKINS BAYVIEW MEDICAL CENTER. 103095228 117658191 DEPARTMENT OF SURGERY: THE DEPARTMENT OF SURGERY OFFERS COMPREHENSIVE SURGICAL CARE, INCLUDING SPECIALTIES IN GASTROINTESTINAL AND ABDOMINAL WALL SURGERY, TRAUMA AND SURGICAL CRITICAL CARE, BARIATRIC SURGERY, BURN AND RECONSTRUCTIVE SURGERY, SURGICAL ONCOLOGY, THORACIC SURGERY AND VASCULAR SURGERY. THE DEPARTEMENT OF SURGERY FEATURE THE LATEST IN SURGICAL TECHNOLOGY, INCLUDING VIDEOSCOPIC AND MINIMALLY-INVASIVE APPROACHES TO THE TREATMENT OF SURGICAL DISORDERS AND 24/7 EMERGENCY COVERAGE OF OUR LEVEL II TRAUMA CENTER. 52681053 37530145 DEPARTMENT OF EMERGENCY MEDICINE: HOUSING MARYLAND'S ONLY REGIONAL BURN CENTER, A DESIGNATED LEVEL II TRAUMA CENTER AND A PEDIATRIC CENTER DESIGNED FOR EMERGENCY AND INPATIENT PEDIATRIC CARE, JOHNS HOPKINS BAYVIEW MEDICAL CENTER IS WELL PREPARED TO PROVIDE THE CARE NECESSARY FOR THE MOST COMPLEX EMERGENCY CASES. OUR MODERN FACILITIES AND COMPASSIONATE STAFF CONTINUE JOHNS HOPKINS MEDICINE'S TRADITION OF MEDICAL INNOVATION WITH A PATIENT-FAMILY-CENTERED APPROACH. 251104210 2405786 366488884 AMONG THE OTHER PROGRAM SERVICES PROVIDED AT JOHNS HOPKINS BAYVIEW MEDICAL CENTER IS MEDICAL TREATMENT AT THE BURN CENTER. MARYLAND'S REGIONAL BURN CENTER PROVIDES AN INTERNATIONALLY RECOGNIZED COMPREHENSIVE PROGRAM OF CARE FOR PATIENTS WITH BURNS AND WOUNDS. OUR GOAL FOCUSES ON RETURNING PATIENTS TO THEIR HIGHEST LEVEL OF FUNCTION BY ATTENDING TO THE PHYSICAL, PSYCHOLOGICAL, SOCIAL AND VOCATIONAL ASPECTS OF THEIR LIVES. OUR SPECIALTY SERVICES INCORPORATE ACUTE ADULT AND PEDIATRIC BURN TREATMENT, PLASTIC AND RECONSTRUCTIVE BURN SURGERY, REPAIR OF COMPLEX SURGICAL WOUNDS. THE COMPLEX NATURE OF BURNS AND THEIR UNIQUE PHYSICAL AND PSYCHOLOGICAL ASPECTS REQUIRE THE EXPERTISE OF A MULTIDISCIPLINARY TEAM OF PROVIDERS. OUR HEALTH CARE TEAM CONSISTS OF SPECIALIST SURGEONS, INTENSIVISTS, NURSES, PHYSICAL AND OCCUPATIONAL THERAPISTS, NUTRITIONISTS, PHARMACISTS, PSYCHOLOGISTS, SOCIAL WORKERS AND CASE COORDINATORS, AS WELL AS OTHER SUPPORT SERVICES. WE ARE RECOGNIZED AS A STATE-OF-THE-ART FACILITY, PROVIDING INDIVIDUALIZED COORDINATED CARE FOR BURN PATIENTS. 251104210 2405786 366488884 580700740 1 1 0 1 0 0 0 0 0 0 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 324 0 1 4005 1 1 1 0 0 0 0 0 0 0 0 0 X 14 11 1 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 MD X THE CORPORATION 4439975771 3910 KESWICK RD SOUTH BLDG 4TH BALTIMORE MD 21211 KEVIN W SOWERS MSN RN FAA TRUSTEE/CORP VICE CHAIRMAN 1.00 59.00 X X 0 1672257 221428 INEZ STEWART TRUSTEE 1.00 59.00 X 0 866634 133207 RICHARD G BENNETT MD PRESIDENT/TRUSTEE 60.00 0.00 X X 0 875666 97436 SARAH MILLER COULSON TRUSTEE 1.00 0.00 X 0 0 0 JAMES T DRESHER JR TRUSTEE 1.00 1.00 X 0 0 0 RICHARD BASTINELLI TRUSTEE 1.00 0.00 X 0 0 0 FAGAN HARRIS TRUSTEE 1.00 0.00 X 0 0 0 JUDY HUANG MD TRUSTEE 1.00 0.00 X 0 0 0 MICHAEL SEAN BEATTY TRUSTEE 1.00 0.00 X 0 0 0 STEPHANIE COOPER GREENBERG TRUSTEE 1.00 0.00 X 0 0 0 CHARLES SCHEELER CHAIRMAN 1.00 0.00 X X 0 0 0 SHERIDAN SMITH TRUSTEE 1.00 0.00 X 0 0 0 KENNETH M STUZIN TRUSTEE VICE CHAIRMAN 1.00 0.00 X X 0 0 0 FRANCIS X KNOTT TRUSTEE 1.00 0.00 X 0 0 0 CONSTANTINE KOSTAS LYKESTOS MD TRUSTEE 1.00 0.00 X 0 0 0 CARL FRANCIOLI VP FINANCE 60.00 0.00 X 0 458430 105569 THOMAS B TRZCINSKI TREASURER 1.00 59.00 X 0 377465 151709 MARIA V KOSZALKA VP PATIENT CARE SERVICES 60.00 0.00 X 0 432995 60199 CHERYL R KOCH VP OPERATIONS AND FACILITIES 60.00 0.00 X 0 384163 98495 PETER MANCINO SECRETARY 1.00 59.00 X 0 385786 96077 RENEE J BLANDING MD VP MEDICAL AFFAIRS 60.00 0.00 X 444603 0 24659 DANIELLE WHARTON VP SUPPORT SERVICES 60.00 0.00 X 0 264267 83457 CYNTHIA WALTERS SR DIR HOSPITAL CAPITAL MGMT 50.00 0.00 X 210206 0 142546 LISA FILBERT CHIEF OF STAFF 50.00 0.00 X 224752 0 109005 WILLIAM HALE SPECIAL ADVISOR 50.00 0.00 X 231870 0 50812 BRUCE BLAYLOCK EXEC DIRECTOR AMBULATORY 50.00 0.00 X 202955 0 78191 CHRISTINA LACKNER CLINICAL MANAGER 50.00 0.00 X 203460 0 66485 RONALD PETERSON FORMER OFFICER, TRUSTEE 1.00 59.00 X 0 1275825 0 CHARLES B REULAND SCD FORMER OFFICER 0.00 60.00 X 0 798577 113012 1517846 7792065 1632287 418 1 1 1 BROADWAY SERVICES INC 3709 E MONUMENT ST BALTIMORE MD 21205 MANAGEMENT SERVICES 5465296 DELOITTE CONSULTING LLP PO BOX 844717 DALLAS TX 75284 CONSULTING SERVICES 2837476 FRESENIUS MEDICAL CARE 16343 COLLECTION CENTER DR CHICAGO IL 60693 DIALYSIS SERVICES 1407007 AYA HEALTHCARE INC 5930 CORNERSTONE CT W STE 300 SAN DIEGO CA 92121 NURSING SERVICES 1167876 FLEXCARE LLC 532 GIBSON DR STE 100 ROSEVILLE CA 95678 NURSING SERVICES 1155161 66 18278291 1580129 19858420 NET PATIENT SRVC 621990 637582875 637582875 637582875 1781512 1781512 247389 0 247389 247389 247389 15342000 13204314 142023 2137686 -142023 1995663 1995663 5503072 0 5503072 5503072 RETAIL PHARMACY REVENU 446110 33107986 33107986 ADMIN/MGMT FEES 900099 18343903 18343903 OTHER OPERATING REV 900099 3268673 3268673 410450 410450 55131012 722099943 641261998 5503072 55476453 X 2405786 2405786 207312544 180589082 26723462 16277076 14178892 2098184 38955715 33934159 5021556 17040340 14843768 2196572 56250 56250 142514 124143 18371 136278 118711 17567 71566417 49969239 21597178 243189 4475 238714 8459139 3647762 4811377 2912637 2537186 375451 10004687 8715041 1289646 219859 219859 169841 147948 21893 2475323 2475323 27101675 23608155 3493520 10189895 9355346 834549 PURCHASED SERVICES - AF 137300896 85831985 51468911 MEDICAL SUPPLIES 111502569 111502569 0 LAB SERVICES 17151690 17151690 OTHER 16271207 14463944 1807263 5095536 5095536 702991063 580700740 122290323 0 39008492 23313280 8069413 9132484 52480329 84570102 12783000 11922841 1171863 1067365 508956492 361715302 160268602 147241190 34867276 20150922 2472903 14539904 129792177 138821854 440914055 450759942 62017114 63277572 4005316 3746691 41690000 35760000 354391754 277928708 462104184 380712971 X -29259542 60914485 8069413 9132486 -21190129 70046971 440914055 450759942 X 19108880 20016529 52111691 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 142514 142514 702990572 703133086 1000000 250000 0 0 1000000 1000000 1000000 1000000 4000000 6000000 117693 140086 150939 142514 551232 250000 250000 250000 250000 1000000 1500000 3150000 3150000 278607795 213843394 64764401 6503836 3087502 3416334 207471875 141753092 65718783 13222986 3031314 10191672 147241190 INERCOMPANY RECEIVABLES 10363445 OTHER RECEIVABLES 7119086 MALPRACTICE FUNDING 614979 ASSETS-LIM-BY BOARD OF TRUSTEE 87480308 INSURANCE RECOVERY 7678098 LEASE ROU ASSETS 25199353 OTHER ASSETS 366585 138821854 ADVANCES FROM THIRD PARTIES 16376720 INTERCOMPANY PAYABLES 5315530 MALPRACTICE LIABILITY 19685392 WORKERS' COMP TAIL COVERAGE 2535043 LONG-TERM PENSION LIABILITY 138662000 LOSS ON MARKET VALUE SW 2800075 LONG-TERM NOTES PAYABLE 64987754 LEASE ROU LIABILITIES 27566194 277928708 X PART X, LINE 2: FASB'S GUIDANCE ON ACCOUNTING FOR UNCERTAINTY IN INCOME TAXES CLARIFIES THE ACCOUNTING FOR UNCERTAINTY OF INCOME TAX POSITIONS. THIS GUIDANCE DEFINES THE THRESHOLD FOR RECOGNIZING TAX RETURN POSITIONS IN THE FINANCIAL STATEMENTS AS "MORE LIKELY THAN NOT" THAT THE POSITION IS SUSTAINABLE, BASED ON ITS TECHNICAL MERITS. THIS GUIDANCE ALSO PROVIDES GUIDANCE ON THE MEASUREMENT, CLASSIFICATION AND DISCLOSURE OF TAX RETURN POSITIONS IN THE FINANCIAL STATEMENTS. THERE IS NO IMPACT ON JHBMC'S FINANCIAL STATEMENTS DURING THE YEARS ENDED JUNE 30, 2021 AND 2020. 1 1 X 1 X 1 X 500.000000000000 1 1 0 1 1 22394147 0 22394147 0.03190 22394147 22394147 0.03190 19939730 1760751 18178979 0.02590 50576377 0 50576377 0.07190 27658 0 27658 0.00000 782086 4309 777777 0.00110 71325851 1765060 69560791 0.09890 93719998 1765060 91954938 0.13080 64393 0 64393 0.00010 0 0 52284 0 52284 0.00010 0 0 0 0 0 0 0 0 0 0 0 0 116677 116677 0.00020 0 11653941 0 215894818 194558824 21335994 X 1 1 1 1 JOHNS HOPKINS BAYVIEW MEDICAL CENTER 4940 EASTERN AVENUE BALTIMORE MD 21224 WWW.HOPKINSMEDICINE.ORG 30-005 X JOHNS HOPKINS BAYVIEW MEDICAL CENTER 1 0 0 1 X X X X X X X X X 20 1 1 1 1 X SEE SUPPLEMENTAL INFORMATION X HTTPS://WEB.JHU.EDU/ADMINISTRATION/GCA/PROJECTS/PUBLICATIONS-AND-REPORTS/ X X 1 17 1 SEE SUPPLEMENTAL INFORMATION 0 1 X 200.000000000000 500.000000000000 X X X 1 1 X X X X 1 X SEE SUPPLEMENTAL INFORMATION X SEE SUPPLEMENTAL INFORMATION X SEE SUPPLEMENTAL INFO X X X X X X 1 X 0 X X X X 1 X 0 0 JOHNS HOPKINS BAYVIEW MEDICAL CENTER PART V, SECTION B, LINE 3J: THE CHNA PROCESS FOR JOHNS HOPKINS BAYVIEW MEDICAL CENTER (JHBMC) AND THE JOHNS HOPKINS HOSPITAL (JHH) INCLUDED THE COLLECTION AND ANALYSIS OF PRIMARY AND SECONDARY DATA. BOTH PUBLIC AND PRIVATE ORGANIZATIONS (SEE ATTACHED CHNA APPENDIX H), SUCH AS FAITHBASED ORGANIZATIONS, GOVERNMENT AGENCIES, EDUCATIONAL SYSTEMS, AND HEALTH AND HUMAN SERVICES ENTITIES WERE ENGAGED TO ASSESS THE NEEDS OF THE COMMUNITY. IN TOTAL, THE EXTENSIVE PRIMARY DATA COLLECTION PHASE RESULTED IN MORE THAN 1,700 RESPONSES FROM COMMUNITY STAKEHOLDERS/LEADERS AND COMMUNITY RESIDENTS. THE 2018, 2016 AND 2013 CHNAS SERVED AS A BASELINE TO PROVIDE A DEEPER UNDERSTANDING OF THE HEALTH AS WELL AS THE SOCIOECONOMIC NEEDS OF THE COMMUNITY AND EMERGING TRENDS. PRIMARY DATA IN THE FORM OF AN ELECTRONIC SURVEY GATHERED FEEDBACK FROM COMMUNITY RESIDENTS AND HEALTH SYSTEM STAFF ON THE PREVIOUS CHNA AND IMPLEMENTATION STRATEGY (COLLECTION PERIOD AUGUST THROUGH NOVEMBER 2020).INFORMATION ON CURRENT COMMUNITY NEEDS AND PRIORITIES WAS COLLECTED VIA SEVERAL COMMUNICATION TOOLS INLCUDING A SURVEY, FOCUS GROUPS, KEY STAKEHOLDER INTERVIEWS AND A TOWN HALL MEETING. THE ONLINE SURVEY WAS SENT TO OVER 30,000 BALTIMORE RESIDENTS THROUGH THE HELP OF 105 COMMUNITY ORGANIZATION PARTNERS VIA NEWSLETTERS, EMAIL LISTSERVS, COMMUNITY MEMBERSHIP LISTS AND A SOCIAL MEDIA CAMPAIGN. HAND DELIVERED PAPER COPIES OF THE SURVEY WERE USED TO REACH KEY VULNERABLE POPULATIONS WITH LITTLE TO NO INTERNET ACCESS. OUTREACH EXAMPLES AT EAST BALTIMORE LOCATIONS INCLUDE: SUBSTANCE USERS AT DEE'S PLACE, 200 HOMELESS MEN AT THE HELPING UP MISSION, LATINO COMMUNITY MEMBERS ON SITE AT COMMUNITY COVID TESTIING LOCATIONS, HOMELESS COMMUNITY MEMBERS VISITING THE BEANS AND BREAD MEAL SHELTER AND MORE. STAKEHOLDER INTERVIEWS (SEPTEMBER THROUGH DECEMBER 2020) AND FOCUS GROUPS WERE CONDUCTED WITH INDIVIDUALS WHO REPRESENTED A) BROAD INTERESTS OF THE COMMUNITY, B) POPULATIONS OF NEED, OR C) PERSONS WITH SPECIALIZED KNOWLEDGE IN PUBLIC HEALTH. SIX FOCUS GROUPS (BETWEEN THE MONTHS OF OCTOBER AND NOVEMBER 2020) WITH VULNERABLE POPULATIONS (LATINO/HISPANIC, LGBTQ, SUBSTANCE USERS, HOMELESS) WERE CONDUCTED BY JHH/JHBMC, AND ANOTHER TWELVE FOCUS GROUPS (DURING THE MONTHS OF AUGUST AND DECEMBER 2020) WERE CONDUCTED BY OTHER BALTIMORE CITY COALITION HOSPITALS. A SURVEY (EARLY SEPTEMBER THROUGH LATE NOVEMBER 2020) WHICH GATHERED A WIDE RANGE OF INFORMATION WAS DISTRIBUTED BY THE COALITION HOSPITALS CITYWIDE AND RESULTED IN 1,122 RESPONSES FROM RESIDENTS OF THE JHH/JHBMC COMMUNITY BENEFIT SERVICE AREA (CBSA). A TOWN HALL WAS CONVENED BY THE BALTIMORE CITY COALITION HOSPITALS VIA TELEPHONE (OCTOBER 22, 2020) WITH 4,100 BALTIMORE CITY RESIDENTS, 2,800 OF WHICH STAYED ON THE CALL AND NEARLY 100 ASKED QUESTIONS. A SECONDARY DATA PROFILE WAS COMPILED WITH LOCAL, STATE, AND FEDERAL FIGURES TO PROVIDE ESSENTIAL INFORMATION, INSIGHT, AND KNOWLEDGE ON A BROAD RANGE OF HEALTH AND SOCIAL ISSUES. COLLECTING AND EXAMINING INFORMATION ABOUT DIFFERENT COMMUNITY ASPECTS AND BEHAVIORS THAT CAN HELP IDENTIFY AND EXPLAIN FACTORS THAT INFLUENCE THE COMMUNITY'S HEALTH. DATA COLLECTED ENCOMPASSED SOCIOECONOMIC INFORMATION, HEALTH STATISTICS, DEMOGRAPHICS, CHILDREN'S HEALTH, MENTAL HEALTH ISSUES, ETC. THE DEVELOPMENT OF THE CHNA AND IMPLEMENTATION STRATEGY WAS LED BY THE OFFICE OF GOVERNMENT AND COMMUNITY AFFAIRS, JHH PRESIDENT, JHBMC PRESIDENT, AND INVOLVED THE CONTRIBUTIONS OF OVER 1,700 INDIVIDUALS THROUGH DIRECT INTERVIEWS, SURVEYS, FOCUS GROUPS, AND A TOWN HALL. KEY STAKEHOLDER GROUPS INCLUDED, BUT WERE NOT LIMITED TO, COMMUNITY RESIDENTS, MEMBERS OF FAITHBASED ORGANIZATIONS, NEIGHBORHOOD ASSOCIATION LEADERS, STATE AND LOCAL PUBLIC HEALTH PROFESSIONALS, OTHER NON-PROFIT AND COMMUNITY BASED ORGANIZATIONS, ACADEMIC EXPERTS, LOCAL GOVERNMENT OFFICIALS, LOCAL SCHOOL DISTRICT REPRESENTATIVES, HEALTH CARE CONSUMERS AND PROVIDERS, MEMBERS OF MEDICALLY UNDERSERVED, LOW-INCOME AND MINORITY POPULATIONS IN THE COMMUNITY SERVED BY THE HOSPITALS, JOHNS HOPKINS MEDICINE LEADERSHIP, AND OTHER EXPERTS, BOTH INTERNAL AND EXTERNAL TO JOHNS HOPKINS. JOHNS HOPKINS BAYVIEW MEDICAL CENTER PART V, SECTION B, LINE 6A: JHBMC CONDUCTED ITS CHNA WITH THE JOHNS HOPKINS HOSPITAL (JHH) AND COLLABORATED WITH ALL NON-PROFIT HOSPITALS IN BALTIMORE CITY THROUGH JOINT COMMUNITY BENEFIT COALITION. JOHNS HOPKINS BAYVIEW MEDICAL CENTER PART V, SECTION B, LINE 6B: JHBMC AND A CONSORTIUM OF BALTIMORE CITY NONPROFIT HOSPITALS COLLABORATED WITH THE BALTIMORE CITY DEPARTMENT OF HEALTH WHEN CONDUCTING THE MOST RECENT CHNA. JOHNS HOPKINS BAYVIEW MEDICAL CENTER PART V, SECTION B, LINE 7D: A PAPER COPY IS AVAILABLE AT NO CHARGE UPON REQUEST AT THE JOHNS HOPKINS OFFICE OF GOVERNMENT & COMMUNITY AFFAIRS BY CALLING 443-997-5999 OR BY EMAILING GCA@JHU.EDU AND AT THE JHBMC OFFICE OF COMMUNITY RELATIONS BY CALLING 410-550-0289 JOHNS HOPKINS BAYVIEW MEDICAL CENTER PART V, SECTION B, LINE 11: THE JHH/JHBMC IMPLEMENTATION STRATEGY FOR THE CHNA SPELLS OUT IN CONSIDERABLE DETAIL WAYS THAT JHBMC INTENDS TO ADDRESS THE MULTIPLE NEEDS OF OUR COMMUNITY IN OUR TEN PRIORITY AREAS ENCOMPASSING BOTH DIRECT HEALTH AND SOCIOECONOMIC NEEDS. THE IDENTIFIED NEEDS ARE DEFINED BROADLY TO REFLECT ALL THE NEEDS IDENTIFIED BY THE COMMUNITY. THEREFORE, THERE ARE NO IDENTIFIED NEEDS THAT AREN'T BEING ADDRESSED EITHER DIRECTLY BY THE HOSPITAL OR THROUGH COLLABORATION WITH A COMMUNTY PARTNER OR ANOTHER HEALTH CARE PROVIDER. FOR EXAMPLE, A COALITION OF HOSPTIALS IN BALTIMORE CITY AGREED TO WORK TOGETHER ON ADDRESSING BEHAVIORAL HEALTH NEEDS AND TO LOOK AT OPTIONS TO ADDRESS HOMELESSNESS IN THE CITY. AS A RESULT, A NEW PILOT PROGRAM WITH MULTIPLE PUBLIC AND PRIVATE PARTNERS WAS IMPLEMENTED TO PROVIDE 200 NEW PERMANENT HOUSING OPPORTUNITIES FOR BALTIMORE RESIDENTS WHO WERE HOMELESS OR AT RISK OF BEING HOMELESS. EARLY ASSESSMENTS SHOW VERY POSITIVE RESULTS. A FULL EVALUATION STUDY IS IN PROGRESS. ALL OF THE IDENTIFIED NEEDS WILL BE MET EITHER WITH EXISTING PROGRAMS (E.G., BALTIMORE POPULATION HEALTH WORKFORCE COLLABORATIVE, THE ACCESS PARTNERSHIP (TAP), AND HOPKINS COMMUNITY CONNECTION) AND WITH NEW CREATIVE SOLUTIONS (E.G., BREAK THE CYCLE INTENTIONAL VIOLENCE INTERVENTION PROGRAM, EXPANDED NALOXONE ACCESS AND EDUCATION, AND SAFE AT HOME.) THE IMPLEMENTATION STRATEGY ITSELF SHOULD BE CONSIDERED A DYNAMIC DOCUMENT AND MAY CHANGE AS JHBMC GAINS EXPERIENCE IN IMPLEMENTING PROGRAMS AND MEASURING OUTCOMES AND AS NEEDS SHIFT IN PRIORITY DUE TO UNFORESEEN CIRCUMSTANCES (FOR EXAMPLE, RESPONSE TO THE COVID PANDEMIC).IN ADDITION TO THE HOSPITAL DIRECT ACTIONS DESCRIBED ABOVE, AN INTERACTIVE RESOURCE INVENTORY WAS CREATED TO HIGHLIGHT AVAILABLE PROGRAMS AND SERVICES WITHIN THE JHH AND JHBMC CBSA. THE INVENTORY IDENTIFIES ORGANIZATIONS AND AGENCIES IN THE COMMUNITY THAT ARE SERVING THE VARIOUS TARGET POPULATIONS OFTEN IN PARTNERHSHIP WITH THE HOSPITALS, WITHIN EACH OF THE PRIORITY NEEDS. HTTPS://WWW.HOPKINSMEDICINE.ORG/ABOUT/COMMUNITY_HEALTH/JOHNS-HOPKINS-HOSPITAL/_DOCS/RESOURCE-INVENTORY-CBSA-JHH-JHBMC.PDF PART V, SECTION B, LINE 16A HTTPS://WWW.HOPKINSMEDICINE.ORG/PATIENT_CARE/BILLING-INSURANCE/ASSISTANCE-SERVICES/ASSISTANCE_POLICIES.HTML PART V, SECTION B, LINE 16B HTTPS://WWW.HOPKINSMEDICINE.ORG/PATIENT_CARE/BILLING-INSURANCE/ASSISTANCE-SERVICES/ASSISTANCE_POLICIES.HTML PART V, SECTION B, LINE 16C HTTPS://WWW.HOPKINSMEDICINE.ORG/PATIENT_CARE/BILLING-INSURANCE/ASSISTANCE-SERVICES/ASSISTANCE_POLICIES.HTML PART V, SECTION B, LINE 7A HTTPS://WWW.HOPKINSMEDICINE.ORG/ABOUT/COMMUNITY_HEALTH/JOHNS-HOPKINS-BAYVIEW/HEALTH_NEEDS_INITIATIVES/COMMUNITY_HEALTH_NEEDS_ASSESSMENT.HTML PART I, LINE 3C: SEE DETAILS IN SCH H, PART V, SECTION B, LINE 13. PART I, LINE 7: - A COST-TO-CHARGE RATIO (FROM WORKSHEET 2) IS USED TO CALCULATE THE AMOUNTS ON LINE 7A 7B (CHARITY CARE AND UNREIMBURSED MEDICAID). THE AMOUNTS FOR LINES 7E-7I COME FROM OUR HSCRC COMMUNITY BENEFIT REPORT FILED WITH THE STATE OF MARYLAND AND IS NOT BASED ON A COST-TO CHARGE RATIO.- LINE 7B - MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION, (HSCRC) DETERMINES PAYMENT THROUGH A RATE-SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL-PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY DIRECTED OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. COMMUNITY BENEFIT EXPENSES ARE EQUAL TO MEDICAID REVENUES IN MARYLAND, AS SUCH, THE NET EFFECT IS ZERO. THE EXCEPTION TO THIS IS THE IMPACT ON THE HOSPITAL OF ITS SHARE OF THE MEDICAID ASSESSMENT. IN RECENT YEARS, THE STATE OF MARYLAND HAS CLOSED FISCAL GAPS IN THE STATE MEDICAID BUDGET BY ASSESSING HOSPITALS THROUGH THE RATE-SETTING SYSTEM.- LINE 7F COLUMN (D) MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION, (HSCRC) DETERMINES PAYMENT THROUGH A RATE-SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL-PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO HEALTH PROFESSIONS EDUCATION. PART I, LINE 7G: JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. DOES NOT HAVE ANY SUBSIDIZED HEALTH SERVICES. PART II, COMMUNITY BUILDING ACTIVITIES: JHBMC'S COMMUNITY RELATIONS DEPARTMENT WORKS TO ESTABLISH AND FOSTER COMMUNICATION BETWEEN THE HOSPITAL AND SURROUNDING COMMUNITIES. THE DEPARTMENT INTERFACES WITH A BROAD RANGE OF NON-PROFIT, BUSINESS AND COMMUNITY ORGANIZATIONS TO SUPPORT INITIATIVES THAT IMPROVE THE WELL-BEING OF THE COMMUNITY, ADDRESSING HEALTH, HOUSING, ECONOMIC DEVELOPMENT, TRANSPORTATION AND SAFETY ISSUES WITH OUR COMMUNITY PARTNERS. IN FY 2021, THE JHBMC COMMUNITY BENEFIT PROGRAMS INCLUDED NUMEROUS INITIATIVES THAT SUPPORT THE HOSPITAL'S EFFORTS TO MEET THE NEEDS OF THE COMMUNITY. THESE INITIATIVES ARE DECENTRALIZED AND USE A VARIETY OF METHODS TO IDENTIFY COMMUNITY NEEDS. THESE INITIATIVES ARE ACCOUNTED FOR IN PART I LINES 7EK AND PART II ACCORDING TO SPECIFIC SCHEDULE H GUIDELINES. IN TOTAL OVER 300 PROGRAMS AND INITIATIVES WERE CARRIED OUT OR SUPPORTED BY ADMINISTRATIVE, CLINICAL, AND OPERATIONAL DEPARTMENTS AT JHBMC. PART III, LINE 2: THE PROVISION FOR BAD DEBTS IS BASED UPON A COMBINATION OF THE PAYOR SOURCE, THE AGING OF RECEIVABLES AND MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS, TRENDS IN HEALTH INSURANCE COVERAGE, AND OTHER COLLECTION INDICATORS. PART III, LINE 3: MARYLAND HOSPITALS ARE RATE REGULATED UNDER THE HSCRC, WHICH INCLUDES BAD DEBT AS PART OF THE REIMBURSEMENT FORMULA FOR EACH HOSPITAL. DUE TO THE RATE REGULATION, JHBMC CANNOT DETERMINE THE AMOUNT THAT REASONABLE COULD BE ATTRIBUTABLE TO PATIENTS WHO LIKELY WOULD QUALIFY FOR FINANCIAL ASSISTANCE UNDER THE HOSPITAL'S CHARITY CARE POLICY. PART III, LINE 4: THE JOHNS HOPKINS HEALTH SYSTEM CORPORATION AND AFFILIATES AUDITED FINANCIAL STATEMENTS PAGE 17. PART III, LINE 8: THE TRIAL BALANCE EXPENSES ARE ADJUSTED TO ALLOWABLE EXPENSE IN ACCORDANCE WITH THE MEDICARE COST REPORTING RULES AND REGULATIONS. PART III, LINE 9B: THE HOSPITAL CONFORMS TO THE PRINCIPLES AND STANDARDS OF THE MHA HOSPITAL BILLING AND DEBT COLLECTION PRACTICES PRINCIPLES AS WELL AS THE MHA MINIMUM STANDARDS FOR FINANCIAL ASSISTANCE IN MARYLAND HOSPITALS. PART VI, LINE 2: COMMUNITY BENEFIT PLANNING IS AN INTEGRAL PART OF THE JOHNS HOPKINS HOSPITAL AND JOHNS HOPKINS BAYVIEW MEDICAL CENTER'S STRATEGIC PLAN THROUGH AN ANNUAL STRATEGIC OBJECTIVES PLANNING PROCESS THAT INVOLVES EVALUATING THE HOSPITAL'S PROGRESS AT MEETING TWO COMMUNITY HEALTH GOALS AND DEFINES METRICS FOR DETERMINING PROGRESS. THE COMMITMENT OF JOHNS HOPKINS' LEADERSHIP TO IMPROVING THE LIVES OF ITS NEAREST NEIGHBORS IS ILLUSTRATED BY THE INCORPORATION OF COMMUNITY ENGAGEMENT INITIATIVES AT THE HIGHEST LEVEL IN THE JOHNS HOPKINS MEDICINE STRATEGIC PLAN. JHM CONSISTS OF THE JHU SCHOOL OF MEDICINE AND THE JOHNS HOPKINS HEALTH SYSTEM, WHICH INCLUDES EDUCATION AND RESEARCH IN ITS TRI-PARTITE MISSION (EDUCATION, RESEARCH AND HEALTHCARE). EVEN AT THIS CROSS-ENTITY LEVEL (JHU AND JHHS) COMMUNITY BENEFIT ACTIVITIES AND PLANNING GO BEYOND HOSPITAL REQUIREMENTS AND EXPECTATIONS AND ARE A CORE OBJECTIVE FOR ALL DEPARTMENTS, SCHOOLS AND AFFILIATES. THE JOHNS HOPKINS MEDICINE INNOVATION 2023 STRATEGIC PLAN INCLUDES COMMUNITY SUPPORT AS ONE OF ITS SIX CORE AREAS. ALL HOSPITALS MUST SUBMIT STRATEGIC GOALS WITH ACCOMPANYING METRICS THAT MEET THE DIRECTIVE TO "SUPPORT THE WELL-BEING OF OUR PEOPLE AND OUR COMMUNITIES" GROW OUR LOCAL COMMUNITY-ENGAGEMENT TO ADDRESS IDENTIFIED NEEDS TO IMPROVE HEALTH"SENIOR LEADERSHIP DIRECTS, OVERSEES AND APPROVES ALL COMMUNITY BENEFIT WORK INCLUDING THE ALLOCATION OF FUNDS THAT SUPPORT COMMUNITY OUTREACH DIRECTED AT UNDERSERVED AND HIGH-NEED POPULATIONS IN THE CBSA. THIS HIGH-LEVEL REVIEW AND EVALUATION SETS THE PRIORITIES OF THE HOSPITAL'S OUTREACH WORK AND ENSURES THE EFFECTIVE, EFFICIENT USAGE OF FUNDS TO ACHIEVE THE LARGEST IMPACT IN IMPROVING THE LIVES OF THOSE WHO LIVE IN THE COMMUNITIES WE SERVE. THIS GROUP CONDUCTS THE FINAL REVIEW AND APPROVAL OF THE FINAL REPORT'S FINANCIAL ACCURACY TO THE HOSPITALS' FINANCIAL STATEMENTS, ALIGNMENT WITH THE STRATEGIC PLAN, AND COMPLIANCE WITH REGULATORY REQUIREMENTS. INDIVIDUAL CLINICAL LEADERS ALONG WITH ADMINISTRATORS MAKE DECISIONS ON COMMUNITY BENEFIT PROGRAMS THAT EACH DEPARTMENT SUPPORTS/FUNDS THROUGH THEIR BUDGET. CLINICAL LEADERS WILL ALSO IDENTIFY AND CREATE STRATEGIES TO TACKLE COMMUNITY HEALTH NEEDS THAT ARISE IN THE CBSA AND OVERSEE DEPARTMENT PROGRAMS FOR CONTENT ACCURACY, ADHERENCE TO DEPARTMENT PROTOCOLS AND BEST PRACTICES. POPULATION HEALTH LEADERSHIP WAS INVOLVED IN THE PROCESS OF PLANNING THE 2021 JHH COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION STRATEGY BY PROVIDING INPUT, FEEDBACK AND ADVICE ON THE IDENTIFIED HEALTH NEEDS AND HEALTH PRIORITIES. THE JHH COMMUNITY BENEFIT TEAM INTERACTS WITH ALL GROUPS IN THE HOSPITAL PERFORMING COMMUNITY BENEFIT ACTIVITIES. THEY EDUCATE, ADVOCATE AND COLLABORATE WITH INTERNAL AUDIENCES TO INCREASE UNDERSTANDING, APPRECIATION AND PARTICIPATION OF THE COMMUNITY BENEFIT REPORT PROCESS AND COMMUNITY OUTREACH ACTIVITIES. TEAM MEMBERS COLLECT AND VERIFY ALL CB DATA, COMPILE REPORT, PROVIDE INITIAL AUDIT AND VERIFICATION OF CBR FINANCIALS AND WRITE CBR NARRATIVE. THROUGHOUT THE YEAR, THE CB TEAM ATTENDS LOCAL AND REGIONAL COMMUNITY HEALTH CONFERENCES AND MEETINGS, REPRESENTS THE HOSPITAL TO EXTERNAL AUDIENCES, AND WORKS WITH COMMUNITY AND JHH CLINICAL LEADERS TO IDENTIFY PROMISING PROJECTS OR PROGRAMS THAT ADDRESS CBSA COMMUNITY HEALTH NEEDS. THE JHHS COMMUNITY HEALTH IMPROVEMENT STRATEGY COUNCIL (JCHISC) CONVENES MONTHLY TO BRING COMMUNITY HEALTH/COMMUNITY BENEFIT GROUPS TOGETHER WITH TAX, FINANCIAL ASSISTANCE, AND HEALTH POLICY STAFF FROM ACROSS THE HEALTH SYSTEM TO COORDINATE PROCESS, PRACTICE, AND POLICY. JCHISC MEMBERS DISCUSS ISSUES AND PROBLEMS THEY FACE IN COMMUNITY BENEFIT REPORTING, REGULATORY COMPLIANCE TO STATE AND FEDERAL COMMUNITY BENEFIT REQUIREMENTS, AND TECHNICAL ASPECTS OF ADMINISTERING AND REPORTING COMMUNITY BENEFIT SYSTEMS. WHEN NEEDED, A DESIGNATED REPRESENTATIVE FROM THE GROUP CONTACTS THE GOVERNING AGENCY FOR CLARIFICATION OR DECISION REGARDING THE ISSUES IN QUESTION TO ENSURE THAT ALL HOSPITALS REPORTS ARE CONSISTENT IN THE INTERPRETATION OF REGULATIONS. PART VI, LINE 3: JHBMC WILL PUBLISH THE AVAILABILITY OF FINANCIAL ASSISTANCE ON A YEARLY BASIS IN THEIR LOCAL NEWSPAPERS AND WILL POST NOTICES OF AVAILABILITY AT PATIENT REGISTRATION SITES, ADMISSIONS/BUSINESS OFFICE, THE BILLING OFFICE AND AT THE EMERGENCY DEPARTMENT WITHIN JHBMC. NOTICE OF AVAILABILITY WILL ALSO BE SENT TO PATIENTS ON PATIENT BILLS. A PATIENT BILLING AND FINANCIAL ASSISTANCE INFORMATION SHEET WILL BE PROVIDED TO INPATIENTS BEFORE DISCHARGE AND WILL BE AVAILABLE TO ALL PATIENTS UPON REQUEST.JHBMC (FINANCIAL COUNSELORS/PATIENT FINANCIAL SERVICES REPRESENTATIVES, SOCIAL SERVICES DEPARTMENT PERSONNEL AND/OR MEDICAL ASSISTANCE/MEDICAID ELIGIBILITY TECHNICIAN) WILL PROVIDE PATIENTS WITH ASSISTANCE IN DETERMINING ELIGIBILITY FOR AND MAKING APPLICATION TO A VARIETY OF SPECIAL ENTITLEMENT PROGRAMS THAT PROVIDE FINANCIAL ASSISTANCE BOTH TOWARD PAYMENT OF MEDICAL BILLS AND GENERAL EXPENSES. THE FINANCE DEPARTMENT, IN CONJUNCTION WITH THE SOCIAL SERVICES DEPARTMENT, WILL INTERVIEW PATIENTS TO DETERMINE POTENTIAL ELIGIBILITY FOR MARYLAND MEDICAL ASSISTANCE AS WELL AS OTHER SPECIAL PROGRAMS. PART VI, LINE 4: IN 2015, THE JOHNS HOPKINS HOSPITAL (JHH) AND JOHNS HOPKINS BAYVIEW MEDICAL CENTER (JHBMC) MERGED THEIR RESPECTIVE COMMUNITY BENEFIT SERVICE AREAS (CBSA) IN ORDER TO BETTER INTEGRATE COMMUNITY HEALTH AND COMMUNITY OUTREACH ACROSS THE EAST AND SOUTHEAST BALTIMORE CITY AND COUNTY REGION. THE GEOGRAPHIC AREA CONTAINED WITHIN THE NINE ZIP CODES INCLUDES 21202, 21205, 21206, 21213, 21218, 21219, 21222, 21224, AND 21231. THIS AREA REFLECTS THE POPULATION WITH THE LARGEST USAGE OF THE EMERGENCY DEPARTMENTS AND THE MAJORITY OF RECIPIENTS OF COMMUNITY CONTRIBUTIONS AND PROGRAMMING. WITHIN THE CBSA, JHH AND JHBMC HAVE FOCUSED ON CERTAIN TARGET POPULATIONS SUCH AS THE ELDERLY, AT-RISK CHILDREN AND ADOLESCENTS, UNINSURED INDIVIDUALS AND HOUSEHOLDS, AND UNDERINSURED AND LOW-INCOME INDIVIDUALS AND HOUSEHOLDS. THE CBSA COVERS APPROXIMATELY 27.9 SQUARE MILES WITHIN THE CITY OF BALTIMORE OR APPROXIMATELY 34% PERCENT OF THE TOTAL 80.94 SQUARE MILES OF LAND AREA FOR THE CITY AND 25.6 SQUARE MILES IN BALTIMORE COUNTY. IN TERMS OF POPULATION, AN ESTIMATED 305,895 PEOPLE LIVE WITHIN CBSA, OF WHICH THE POPULATION IN CITY ZIP CODES ACCOUNTS FOR 38% OF THE CITY'S POPULATION AND THE POPULATION IN COUNTY ZIP CODES ACCOUNTS FOR 8% OF THE COUNTY'S POPULATION (2016 CENSUS ESTIMATE OF BALTIMORE CITY POPULATION, 620,961, AND BALTIMORE COUNTY POPULATION, 831,026). WITHIN THE CBSA, THERE ARE THREE BALTIMORE COUNTY NEIGHBORHOODS - DUNDALK, SPARROWS POINT, AND EDGEMERE. BALTIMORE CITY IS TRULY A CITY OF NEIGHBORHOODS WITH OVER 270 OFFICIALLY RECOGNIZED NEIGHBORHOODS. THE BALTIMORE CITY DEPARTMENT OF HEALTH HAS SUBDIVIDED THE CITY AREA INTO 23 NEIGHBORHOODS OR NEIGHBORHOOD GROUPINGS THAT ARE COMPLETELY OR PARTIALLY INCLUDED WITHIN THE CBSA. THESE NEIGHBORHOODS ARE BELAIR-EDISON, CANTON, CEDONIA/FRANKFORD, CLAREMONT/ARMISTEAD, CLIFTON-BEREA, DOWNTOWN/SETON HILL, FELLS POINT, GREATER CHARLES VILLAGE/BARCLAY, GREATER GOVANS, GREENMOUNT EAST (WHICH INCLUDES NEIGHBORHOODS SUCH AS OLIVER, BROADWAY EAST, JOHNSTON SQUARE, AND GAY STREET), HAMILTON, HIGHLANDTOWN, JONESTOWN/OLDTOWN, LAURAVILLE, MADISON/EAST END, MIDTOWN, MIDWAY-COLDSTREAM, NORTHWOOD, ORANGEVILLE/EAST HIGHLANDTOWN, PATTERSON PARK NORTH & EAST, PERKINS/MIDDLE EAST, SOUTHEASTERN, AND THE WAVERLIES. THE JOHNS HOPKINS HOSPITAL IS IN THE NEIGHBORHOOD CALLED PERKINS/MIDDLE EAST, AND THE NEIGHBORHOODS THAT ARE CONTIGUOUS TO PERKINS/MIDDLE EAST INCLUDE GREENMOUNT EAST (INCLUDING OLIVER, BROADWAY EAST, JOHNSTON SQUARE, AND GAY STREET), CLIFTON-BEREA, MADISON/EAST END, PATTERSON PARK NORTH & EAST, FELLS POINT, CANTON, AND JONESTOWN/OLDTOWN. RESIDENTS OF MOST OF THESE NEIGHBORHOODS ARE PRIMARILY AFRICAN AMERICAN, WITH THE EXCEPTIONS OF FELLS POINT, WHICH IS PRIMARILY WHITE, AND PATTERSON PARK NORTH & EAST, WHICH REPRESENTS A DIVERSITY OF RESIDENT ETHNICITIES. WITH THE EXCEPTIONS OF FELLS POINT, CANTON, AND PATTERSON PARK N&E, THE MEDIAN HOUSEHOLD INCOME OF MOST OF THESE NEIGHBORHOODS IS SIGNIFICANTLY LOWER THAN THE BALTIMORE CITY MEDIAN HOUSEHOLD INCOME. MEDIAN INCOME IN FELLS POINT, CANTON, AND PATTERSON PARK N&E SKEWS HIGHER, AND THERE ARE HIGHER PERCENTAGES OF WHITE HOUSEHOLDS HAVING HIGHER MEDIAN INCOMES RESIDING IN THESE NEIGHBORHOODS. IN SOUTHEAST BALTIMORE, THE CBSA POPULATION DEMOGRAPHICS HAVE HISTORICALLY TRENDED AS WHITE MIDDLE-INCOME, WORKING-CLASS COMMUNITIES, HIGHLANDTOWN, SOUTHEASTERN, ORANGEVILLE/E. HIGHLANDTOWN; HOWEVER, IN THE PAST FEW DECADES, SOUTHEAST BALTIMORE HAS BECOME MUCH MORE DIVERSE WITH A GROWING LATINO POPULATION CLUSTERED AROUND PATTERSON PARK, HIGHLANDTOWN, ORANGEVILLE/E. HIGHLANDTOWN. MEDIAN INCOMES IN THESE NEIGHBORHOODS RANGE FROM SIGNIFICANTLY BELOW THE CITY MEDIAN IN SOUTHEASTERN TO WELL ABOVE THE MEDIAN IN HIGHLANDTOWN. IN BALTIMORE COUNTY, LARGELY SERVED BY JHBMC, DUNDALK, SPARROWS POINT, AND EDGEMERE HAVE BEEN PREDOMINANTLY WHITE WITH INCREASING POPULATIONS OF HISPANIC AND AFRICAN AMERICAN RESIDENTS. NEIGHBORHOODS FARTHER NORTH OF THE JOHNS HOPKINS HOSPITAL INCLUDE BELAIR-EDISON, CEDONIA/FRANKFORD, CLAREMONT/ARMISTEAD, CLIFTONBEREA, GREATER CHARLES VILLAGE/BARCLAY, GREATER GOVANS, HAMILTON, LAURAVILLE, MIDTOWN, MIDWAY-COLDSTREAM, NORTHWOOD, AND THE WAVERLIES. RESIDENTS OF THESE NEIGHBORHOODS ARE RACIALLY MORE DIVERSE THAN IN THE NEIGHBORHOODS CLOSEST TO JHH AND MEDIAN HOUSEHOLD INCOMES RANGE FROM SIGNIFICANTLY ABOVE THE MEDIAN TO CLOSE TO THE MEDIAN HOUSEHOLD INCOME FOR BALTIMORE CITY. SINCE THE END OF THE SECOND WORLD WAR, THE POPULATION OF BALTIMORE CITY HAS BEEN LEAVING THE CITY TO THE SURROUNDING SUBURBAN COUNTIES. THIS DEMOGRAPHIC TREND ACCELERATED IN THE 1960S AND 1970S, GREATLY AFFECTING THE NEIGHBORHOODS AROUND JHH AND JHBMC. AS THE POPULATION OF BALTIMORE CITY DROPPED, THERE HAS BEEN A CONSIDERABLE DISINVESTMENT IN HOUSING STOCK IN THESE NEIGHBORHOODS. ECONOMIC CONDITIONS THAT RESULTED IN THE CLOSING OR RELOCATION OF MANUFACTURING AND INDUSTRIAL JOBS IN BALTIMORE CITY AND BALTIMORE COUNTY LED TO HIGHER UNEMPLOYMENT IN THE NEIGHBORHOODS AROUND THE JOHNS HOPKINS HOSPITAL AND JOHNS HOPKINS BAYVIEW MEDICAL CENTER, AND SOCIAL TRENDS DURING THE 1970S AND 1980S LED TO INCREASES IN SUBSTANCE ABUSE AND VIOLENT CRIME AS WELL. GREATER HEALTH DISPARITIES ARE FOUND IN THESE NEIGHBORHOODS CLOSEST TO THE HOSPITALS COMPARED TO MARYLAND STATE AVERAGES AND SURROUNDING COUNTY AVERAGES. THE JUNE 2012 CHARTS OF SELECTED BLACK VS. WHITE CHRONIC DISEASE SHIP METRICS FOR BALTIMORE CITY PREPARED BY THE MARYLAND OFFICE OF MINORITY HEALTH AND HEALTH DISPARITIES HIGHLIGHTS SOME OF THESE HEALTH DISPARITIES INCLUDING HIGHER EMERGENCY DEPARTMENT VISIT RATES FOR ASTHMA, DIABETES, AND HYPERTENSION IN BLACKS COMPARED TO WHITES, HIGHER HEART DISEASE AND CANCER MORTALITY IN BLACKS THAN WHITES, HIGHER RATES OF ADULT SMOKING, AND LOWER PERCENTAGES OF ADULTS AT A HEALTHY WEIGHT. PART VI, LINE 5: COMMUNITY BENEFIT INVESTMENTS SUPPORT THE HOSPITAL'S STRATEGIC TRANSFORMATION GOALS OF 1) ACCESS TO CARE, AND 2) CARE COORDINATION ACROSS THE CONTINUUM. THE ACCESS PARTNERSHIP AND THE MARY HARVIN TRANSFORMATION CENTER ARE EXAMPLES OF COMMUNITY BENEFIT INVESTMENTS THAT SUPPORT INCREASED ACCESS TO CARE. CALLED TO CARE SUPPORTS THE CARE COORDINATION GOAL BY ESTABLISHING ACTIVE PARTICIPATION IN HEALTH DECISIONS AND CARE MANAGEMENT FOR FAMILY AND FRIEND CAREGIVERS. BALTIMORE POPULATION HEALTH WORKFORCE COLLABORATIVE SUPPORTS THE ACCESS TO CARE AND CARE COORDINATION STRATEGIES BY PROVIDING ADDITIONAL PEER RECOVERY SPECIALISTS TO ASSIST IN CONNECTING COMMUNITIES TO RESOURCES AND BRIDGING BEHAVIORAL HEALTH CARE. IN ADDITION TO THE COMMUNITY ENGAGEMENT OUTREACH EFFORTS INCLUDED IN THE COMMUNITY BENEFIT REPORT, JHBMC SEARCHES FOR ADDITIONAL INNOVATIVE OPPORTUNITIES TO SUPPORT COMMUNITY HEALTH. OVER THE PAST THREE YEARS, JHBMC AND JHH ESTABLISHED KEY PUBLIC AND PRIVATE INSTITUTIONAL PARTNERSHIPS TO CREATE NEW OUTREACH INITIATIVES ADDRESSING CHNA PRIORITIES INCLUDING A PILOT PROGRAM TO PROVIDE STABLE HOUSING, HEALTHCARE AND SUPPORTIVE SERVICES FOR 200 INDIVIDUALS AND FAMILIES IN BALTIMORE WHO WERE HOMELESS OR AT RISK OF BECOMING HOMELESS. A COMPREHENSIVE STUDY IS UNDERWAY TO DOCUMENT AND VALIDATE THE INITIAL IMPRESSIVE RESULTS SHOWING RESIDENTS REMAIN IN STABLE HOUSING WITH REDUCED EMERGENCY ROOM VISITS AND IMPROVED HEALTH. THE HOSPITAL IS ALSO WORKING WITH PUBLIC AND PRIVATE SECTOR PARTNERS ON ESTABLISHING A CITYWIDE BEHAVIORIAL HEALTH CRISIS CALL CENTER WHICH CONNECTS CITY RESIDENTS TO CARE WITHIN 24 HOURS. THESE PROGRAMS ARE EXAMPLES OF HOW THE HOSPITAL ADDRESSES THE TOP NEEDS IDENTIFIED IN THE LATEST CHNA (2021) BY THE RESIDENTS IN THEIR SURROUNDING COMMUNITIES. THE TOP IDENTIFIED NEEDS WERE NEIGHBORHOOD SAFETY, HOUSING AND BEHAVIORIAL HEALTH. IN ADDITION, THE JHH AND JHBMC COVID-19 PANDEMIC RESPONSE EFFORTS INCLUDED SUPPORT OF VULNERABLE EAST BALTIMORE RESIDENTS OUTSIDE THE BOUNDARIES OF THE HOSPITAL BUILDINGS IN ADDITION TO THE EXTENSIVE CRITICAL CARE RESPONSE FOR PATIENTS. EXAMPLES INCLUDE QUICKLY CREATING A COMMUNITY MOBILE CLINIC PROGRAM TO VACCINATE OLDER ADULTS LIVING IN SENIOR HOUSING, LOCAL TESTING AND VACCINATIONS FOR THE LATINO COMMUNITY IN AN AREA WHERE COVID-19 POSITIVITY RATES WERE FOUR TIMES HIGHER THAN IN THE GENERAL POPULATION, CREATING A TEMPORARY HOUSING FACILITY FOR LATINO RESIDENTS AND OTHERS LIVING IN CONGREGANT HOUSING WHO TESTED POSITIVE FOR COVID, PROVIDING MEALS TO CITY RESIDENTS IN FOOD DESERT AREAS ETC. SINCE MAR 2020, OVER 291,000 COVID TESTS HAVE BEEN PERFORMED, MORE THAN 400 VACCINE CLINICS HELD, OVER 42,000 VACCINES ADMINISTERED, OVER 100,000 MASKS AND 3,000 TEST KITS DISTRIBUTED, AND MORE THAN 6.6 MILLION MEALS DISTRIBUTED IN CONJUNCTION WITH COMMUNITY PARTNERS. AN EXTENSIVE COMMUNICATIONS CAMPAIGN WAS CREATED AND IMPLEMENTED TO CONNECT COMMUNITY MEMBERS TO CARE INCLUDING WEEKLY ZOOM INFORMATION SESSIONS, COVID-19 INFORMATIONAL WEBSITES AND DISTRIBUTED MATERIALS, MASKING CAMPAIGNS INCLUDING A PARTNERSHIP WITH THE NAACP TO CANVAS THE NEIGHBORHOOD WITH A SOUND TRUCK AND LOCAL DJS TO BRING MUSIC TO THE NEIGHBORHOODS ALONG WITH PUBLIC HEALTH MESSAGING. - PLEASE SEE FORM 990, SCHEDULE O FOR A DESCRIPTION OF SIGNIFICANT COVID-19 RESPONSE ACTIVITIES.- FOR THE LAST 30 YEARS, MARYLAND HOSPITALS HAVE MET THEIR COMMUNITY BENEFIT OBLIGATIONS IN A UNIQUE MANNER THAT BUILDS THE COSTS OF UNCOMPENSATED CARECHARITY CARE AND PATIENT BAD DEBTAND GRADUATE MEDICAL EDUCATION INTO THE RATES THAT HOSPITALS ARE REIMBURSED BY ALL PAYORS. THE SYSTEM IS BASED IN FEDERAL AND STATE LAW AND BENEFITS ALL MARYLAND RESIDENTS, INCLUDING THOSE IN NEED OF FINANCIAL ASSISTANCE TO PAY THEIR HOSPITAL BILLS. MARYLAND IS THE ONLY STATE IN WHICH ALL PAYORSGOVERNMENTALLY-INSURED, COMMERCIALLYINSURED, OR SELF-PAYARE CHARGED THE SAME PRICE FOR SERVICES AT ANY GIVEN HOSPITAL.UNDER THIS SYSTEM, MARYLAND HOSPITALS ARE REGULATED BY A STATE AGENCYTHE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC)THAT IS REQUIRED TO: PUBLICLY DISCLOSE INFORMATION ON THE COST AND FINANCIAL POSITION OF HOSPITALS; REVIEW AND APPROVE HOSPITAL RATES; COLLECT INFORMATION DETAILING TRANSACTIONS BETWEEN HOSPITALS AND FIRMS WITH WHICH THEIR TRUSTEES HAVE A FINANCIAL INTEREST; AND, MAINTAIN THE SOLVENCY OF EFFICIENT AND EFFECTIVE HOSPITALS.SINCE 2000, THE RATE SETTING COMMISSION HAS HAD ITS OWN FRAMEWORK FOR REPORTING HOSPITALS' COMMUNITY BENEFITS AND ISSUING A REPORT ANNUALLY REGARDING HOSPITALS' COMMUNITY BENEFIT TOTALS. THAT REPORT IS AVAILABLE ON HTTPS://HSCRC.STATE.MD.US/PAGES/INIT_CB.ASPXBECAUSE OF THIS UNIQUE STRUCTURE MARYLAND HOSPITALS' COMMUNITY BENEFITS NUMBERS WILL NOT COMPARE WITH THE REST OF THE NATION'S HOSPITALS. HOWEVER, MARYLAND HOSPITALS MEET OR EXCEED THE COMMUNITY BENEFIT STANDARD ESTABLISHED BY THE IRS IN 1969. ADDITIONAL DETAIL ILLUSTRATING THIS CAN BE FOUND WITHIN THIS SCHEDULE H REPORT. PART VI, LINE 6: THE JOHNS HOPKINS HEALTH SYSTEM CORPORATION (JHHSC) IS INCORPORATED IN THE STATE OF MARYLAND TO, AMONG OTHER THINGS, FORMULATE POLICY AMONG AND PROVIDE CENTRALIZED MANAGEMENT FOR JHHSC AND AFFILIATES (JHHS). JHHS IS ORGANIZED AND OPERATED FOR THE PURPOSE OF PROMOTING HEALTH BY FUNCTIONING AS A PARENT HOLDING COMPANY OF AFFILIATES WHOSE COMBINED MISSION IS TO PROVIDE PATIENT CARE IN THE TREATMENT AND PREVENTION OF HUMAN ILLNESS WHICH COMPARES FAVORABLY WITH THAT RENDERED BY ANY OTHER INSTITUTION IN THIS COUNTRY OR ABROAD.JHHSC IS THE SOLE MEMBER OF THE JOHNS HOPKINS HOSPITAL (JHH), AN ACADEMIC MEDICAL CENTER, JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. (JHBMC), A COMMUNITY BASED TEACHING HOSPITAL AND LONG-TERM CARE FACILITY, HOWARD COUNTY GENERAL HOSPITAL, INC. (HCGH), A COMMUNITY BASED HOSPITAL, SUBURBAN HOSPITAL, INC. (SHI), A COMMUNITY BASED HOSPITAL, SIBLEY MEMORIAL HOSPITAL (SMH), A D.C. COMMUNITY BASED HOSPITAL, AND JOHNS HOPKINS ALL CHILDRENS HOSPITAL, INC (JHACH), A FL ACADEMIC CHILDRENS HOSPITAL. PART VI, LINE 7, REPORTS FILED WITH STATES MD 1 JOHNS HOPKINS HEALTH SYSTEM 3910 KESWICK RD BALTIMORE MD 21211 521465301 501(C)(3) 2161000 0 COMMUNITY OUTREACH DUNDALK RENAISSANCE CORPORATION 11 CENTER PLACE 1ST FL DUNDALK MD 21222 522306483 501(C)(3) 40000 0 COMMUNITY OUTREACH SOUTHEAST COMMUNITY DEVELOPMENT CORPORATION 3700 EASTERN AVE BALTIMORE MD 21224 521034460 501(C)(3) 100000 0 COMMUNITY OUTREACH CHESAPEAKE GATEWAY CHAMBER OF COMMERCE 405 WILLIAMS CT STE 108 BALTIMORE MD 21220 520663241 501(C)(3) 7500 0 COMMUNITY OUTREACH 4 PART I, LINE 2: THE BOARD OF TRUSTEES HAS DELEGATED THE FACILITATION AND ACCOUNTING FOR ALL GRANT PROGRAMS ADMINISTERED BY JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. TO THE OFFICERS, DIRECTORS, AND KEY EMPLOYEES OF THE ORGANIZATION. X X X X X 0 1 0 0 0 0 0 1 0 KEVIN W SOWERS MSN RN FAA TRUSTEE/CORP VICE CHAIRMAN 0 1159544 0 501563 0 11150 0 208657 0 12771 0 1893685 0 0 RONALD PETERSON FORMER OFFICER, TRUSTEE 0 0 0 0 0 1275825 0 0 0 0 0 1275825 0 0 INEZ STEWART TRUSTEE 0 692966 0 158503 0 15165 0 112602 0 20605 0 999841 0 0 RICHARD G BENNETT MD PRESIDENT/TRUSTEE 0 602826 0 144480 0 128360 0 86202 0 11234 0 973102 0 0 CHARLES B REULAND SCD FORMER OFFICER 0 552575 0 112944 0 133058 0 83262 0 29750 0 911589 0 0 CARL FRANCIOLI VP FINANCE 0 371694 0 59193 0 27543 0 78378 0 27191 0 563999 0 0 THOMAS B TRZCINSKI TREASURER 0 303522 0 65732 0 8211 0 131081 0 20628 0 529174 0 0 MARIA V KOSZALKA VP PATIENT CARE SERVICES 0 315156 0 50704 0 67135 0 38839 0 21360 0 493194 0 0 CHERYL R KOCH VP OPERATIONS AND FACILITIES 0 314818 0 50325 0 19020 0 68782 0 29713 0 482658 0 0 PETER MANCINO SECRETARY 0 317075 0 61679 0 7032 0 74381 0 21696 0 481863 0 0 RENEE J BLANDING MD VP MEDICAL AFFAIRS 383048 0 59555 0 2000 0 23054 0 1605 0 469262 0 0 0 CYNTHIA WALTERS SR DIR HOSPITAL CAPITAL MGMT 189895 0 18628 0 1683 0 121666 0 20880 0 352752 0 0 0 DANIELLE WHARTON VP SUPPORT SERVICES 0 225833 0 35348 0 3086 0 51772 0 31685 0 347724 0 0 LISA FILBERT CHIEF OF STAFF 203786 0 19365 0 1601 0 78891 0 30114 0 333757 0 0 0 WILLIAM HALE SPECIAL ADVISOR 209258 0 20230 0 2382 0 39201 0 11611 0 282682 0 0 0 BRUCE BLAYLOCK EXEC DIRECTOR AMBULATORY 177057 0 17861 0 8037 0 47793 0 30398 0 281146 0 0 0 CHRISTINA LACKNER CLINICAL MANAGER 195107 0 6893 0 1460 0 38456 0 28029 0 269945 0 0 0 PART I, LINE 4B A SELECT GROUP OF SENIOR LEADERS OF THE JOHNS HOPKINS HEALTH SYSTEM CORPORATION (JHHSC) PARTICIPATE IN SUPPLEMENTAL RETIREMENT/DEFERRED COMPENSATION PROGRAMS, INCLUDING SOME LEGACY ARRANGEMENTS THAT ARE NO LONGER AVAILABLE TO NEW HIRES. PRE-2011 PARTICIPANTS RECEIVE CASH PAYMENTS EACH YEAR DETERMINED WITH REFERENCE TO THEIR SERVICE WITH JHHSC AND THEIR FINAL AVERAGE COMPENSATION. AS OF JANUARY 2019, FUTURE CASH PAYMENTS ARE MADE ACCORDING TO A FIXED SCHEDULE FOR THESE PARTICIPANTS. POST-2011 PARTICIPANTS ACCRUE BENEFITS UNDER A DEFINED CONTRIBUTION FORMULA WHERE CONTRIBUTIONS ARE TIERED BY POSITION LEVEL. CONTRIBUTIONS MADE IN 2018 AND PRIOR YEARS GENERALLY VEST AFTER THE LATER OF FIVE YEARS OF SERVICE WITH JHHSC OR THREE YEARS OF PLAN PARTICIPATION; CONTRIBUTIONS MADE IN 2019 AND FUTURE YEARS VEST THREE YEARS AFTER EACH CONTRIBUTION IS MADE, WITH FULL VESTING ON THE LATER OF AGE 65 OR THREE YEARS OF PLAN PARTICIPATION. ALL CONTRIBUTIONS VEST ON DEATH, DISABILITY OR INVOLUNTARY TERMINATION WITHOUT CAUSE. IF A PARTICIPANT VOLUNTARILY TERMINATES EMPLOYMENT OR IS TERMINATED BY THE EMPLOYER FOR CAUSE PRIOR TO THE APPLICABLE VESTING DATE, THE PARTICIPANT'S ENTIRE NON-VESTED BENEFIT IS FORFEITED ALL OF THESE ARRANGEMENTS WERE APPROVED, IN ADVANCE, BY AN INDEPENDENT COMPENSATION COMMITTEE, WHICH BASED ITS DECISION ON DATA PROVIDED BY AN INDEPENDENT COMPENSATION CONSULTANT. PARTICIPANTS' INTERESTS UNDER THESE ARRANGEMENTS ARE NOT GUARANTEED OR SECURED AT ANY WAY AND AT ALL TIMES ARE SUBJECT TO CLAIMS OF EMPLOYER'S BANKRUPTCY/INSOLVENCY CREDITORS. THE FOLLOWING INDIVIDUALS LISTED ON FORM 990, PART VII, SECTION A, LINE 1A RECEIVED PAYMENT FROM ONE OR MORE SUPPLEMENTAL RETIREMENT/DEFERRED COMPENSATION PROGRAMS, WITH PAYMENTS REPORTED IN SCHEDULE J, PART II, COLUMN (B)(III); THE TOTAL OF AMOUNTS PAYABLE DURING 2020 BUT REPORTED AS DEFERRED COMPENSATION IN COLUMN (C) IN PREVIOUS YEARS IS REPORTED IN SCHEDULE J, PART II, COLUMN (F). THE AMOUNTS BELOW MAY REFLECT ANNUAL CASH PAYMENTS OR MULTIPLE YEARS OF ACCRUALS THAT VESTED IN 2020. RICHARD BENNETT $112,136; CARL FRANCIOLI $17,008; CHERYL KOCH $12,004; MARIA KOSZALKA $53,710; AND CHARLES REULAND $76,804. IN ADDITION TO THOSE LISTED ABOVE, RONALD PETERSON RECEIVED PAYMENT FROM A SUPPLEMENTAL RETIREMENT PROGRAM THAT WAS IN PLACE PRIOR TO 1986 AND SUBJECT TO DIFFERENT TAX RULES. MR. PETERSON ACCRUED BENEFITS OVER A 40+ YEAR CAREER AT JOHNS HOPKINS HEALTH SYSTEM AND THE BENEFIT HAS BEEN REPORTED ON THE FORM 990 TWICE ALREADY: ONCE WHEN ACCRUED AND AGAIN WHEN INCLUDED AS TAXABLE INCOME FOR MEDICARE TAX PURPOSES. BENEFITS ARE PAID AS AN ANNUITY TO MR. PETERSON OVER HIS REMAINING LIFETIME AND TAXED FOR INCOME TAX PURPOSES AS PAID. UNDER FORM 990 REPORTING REQUIREMENTS, MR. PETERSON'S BENEFIT IS REQUIRED TO BE REPORTED A THIRD TIME WHEN PAID. DURING 2020, MR. PETERSON RECEIVED A PAYMENT OF $1,275,825; THIS AMOUNT IS REPORTED IN SCHEDULE J, PART II, COLUMN (B)(III). PART I, LINE 7 ANNUAL INCENTIVE PLAN: EXECUTIVES PARTICIPATE IN AN ANNUAL INCENTIVE PLAN THAT REWARDS PARTICIPANTS FOR THE ACHIEVEMENT OF ORGANIZATION OBJECTIVES APPROVED BY THE JOHNS HOPKINS MEDICINE COMPENSATION COMMITTEE EACH YEAR, INCLUDING FINANCIAL AND NON-FINANCIAL MEASURES. A PORTION OF THE OVERALL AWARD IS DETERMINED BASED ON INDIVIDUAL PERFORMANCE. DEPENDENT TUITION REIMBURSEMENT: DUE TO THEIR CLOSE COLLABORATION WITH THE JOHNS HOPKINS UNIVERSITY (JHU), JHHSC PROVIDES LEADERS WITH DEPENDENT TUITION REIMBURSEMENT ON A SIMILAR BASIS AS THEIR JHU COUNTERPARTS. DEPENDENT TUITION REIMBURSEMENT IS TAXABLE FOR JHHSC EMPLOYEES. THE DEPENDENT MUST BE ENROLLED FULL TIME AT AN APPROVED, ACCREDITED COLLEGE OR UNIVERSITY AND IN GOOD ACADEMIC STANDING. PAYMENT IS LIMITED TO FOUR YEARS OF FULL TIME, UNDERGRADUATE STUDY PER DEPENDENT CHILD. TUITION REIMBURSEMENT: TUITION REIMBURSEMENT IS AVAILABLE TO EMPLOYEES THAT WORK 20 HOURS OR MORE A WEEK FOR UP TO A MAXIMUM BENEFIT OF $10,000 PER ACADEMIC YEAR. TO RECEIVE REIMBURSEMENT, ELIGIBLE EMPLOYEES MUST PURSUE A COURSE OF STUDY AT AN ACCREDITED UNIVERSITY OR COLLEGE THAT LEADS TO A LICENSURE, DEGREE, OR MEETS THE NECESSITY RELATED TO CURRENT POSITION OR ANOTHER POSITION WITHIN THE ORGANIZATION. PART VII, SECTION A, QUESTION 5 THE FOLLOWING OFFICER OF JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. IS PAID AND REPORTED BY THE JOHNS HOPKINS UNIVERSITY (EIN 52-0595110). THE JOHNS HOPKINS UNIVERSITY (JHU) IS A 501(C)(3) NOT DIRECTLY RELATED TO JHBMC. JHBMC REIMBURSES JOHNS HOPKINS UNIVERSITY FOR THE COMPENSATION AND THE AMOUNTS ARE REPORTED ON THE 990 AS PURCHASED SERVICES IN FUNCTIONAL EXPENSE. THE SERVICES PROVIDED TO THE FILING ORGANIZATION ARE PAID THROUGH A CHARGEBACK BETWEEN THE FILING ORGANIZATION AND JHU. RENEE BLANDING - BASE COMPENSATION $383,048, BONUS & INCENTIVE COMPENSATION $59,555, OTHER REPORTABLE COMPENSATION $2,000, DEFERRED COMPENSATION $23,054 AND NON TAXABLE BENEFITS $1,605. A MHHEFA - 2004B CP 520936091 57421V3AA 2004-02-09 101990000 REFUND PRIOR ISSUES (7/21/1993) 0 0 0 A 66230000 101990000 101990000 2004 1 0 1 1 A 0 0 1 0 1 0 0 0 1 A 1 SCHEDULE K, PART II, COLUMN A, LINE 11 THE OTHER SPENT PROCEEDS ARE THE REFUNDING PROCEEDS OF THE ISSUE THAT ARE NO LONGER IN ESCROW SCHEDULE K, PART III, COLUMN A THE SOLE PURPOSE OF THE 2004B COMMERCIAL PAPER WAS THE REFUNDING OF AN ISSUE DATED PRIOR TO 12/31/2002 AND THEREFORE IS NOT REQUIRED TO COMPLETE PART III OF SCHEDULE K SCHEDULE K, PART I, LINE A: MARYLAND HEALTH AND HIGHER EDUCATIONAL FACILITIES AUTHORITY ANDREW FRAKE SEE PART V 250755 SEE PART V 0 SCH L, PART IV, BUSINESS TRANSACTIONS INVOLVING INTERESTED PERSONS (B) RELATIONSHIP BETWEEN INTERESTED PERSON AND THE ORGANIZATION:FAMILY MEMBER OF OFFICER(D) DESCRIPTION OF TRANSACTION:ANDREW FRAKE IS EMPLOYED BY JHHS AS A SENIOR DIRECTOR OF HEALTH INFORMATION TECHNOLOGY. JHBMC COVERS 50% OF THE COMPENSATION AND THE REMAINDER IS COVERED BY JHH AND JHHS. FORM 990, PART I, LINE 8 PURSUANT TO THE CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY (CARES) ACT, JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. RECOGNIZED $14,900,003 OF FUNDING FROM THE PROVIDER RELIEF FUND ADMINISTERED BY THE HEALTH RESOURCES AND SERVICES ADMINISTRATION, AN AGENCY OF THE U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES DURING FY21. THIS AMOUNT HAS BEEN RECOGNIZED AS GRANT REVENUE ON PART I, LINE 8 OF THE ORGANIZATION'S FORM 990. FORM 990, PART VI, SECTION A, LINE 2 MICHAEL HANKIN IS A TRUSTEE OF JOHNS HOPKINS MEDICINE. KENNETH STUZIN IS A TRUSTEE OF JOHNS HOPKINS BAYVIEW MEDICAL CENTER. ELIZABETH FLANAGAN IS A TRUSTEE OF SUBURBAN HOSPITAL. MESSRS. HANKIN AND STUZIN AND MRS. FLANAGAN HAVE A BUSINESS RELATIONSHIP. FORM 990, PART VI, SECTION A, LINE 6 JOHNS HOPKINS HEALTH SYSTEM CORPORATION, A IRC 501(C)(3) TAX EXEMPT ORGANIZATION, IS THE SOLE CORPORATE MEMBER JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. FORM 990, PART VI, SECTION A, LINE 7A JOHNS HOPKINS HEALTH SYSTEM CORPORATION, A IRC 501C (3) TAX EXEMPT PARENT ORGANIZATION OF JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. ELECTS THE BOARD OF TRUSTEES. FORM 990, PART VI, SECTION A, LINE 7B THE GOVERNING BODY OF JOHNS HOPKINS BAYVIEW MEDICAL CENTER, INC. IS EMPOWERED BY ITS BY-LAWS TO MAKE CERTAIN DECISIONS; ALL OTHER DECISIONS ARE SUBJECT TO APPROVAL OF THE PARENT ORGANIZATION JOHNS HOPKINS HEALTH SYSTEM CORPORATION. FORM 990, PART VI, SECTION B, LINE 11B A COPY OF THE FORM 990 WAS PROVIDED TO THE ORGANIZATION'S GOVERNING BODY BEFORE IT IS FILED. FORM 990, PART VI, SECTION B, LINE 12C THE CONFLICT OF INTEREST POLICY IS A PART OF THE ANNUAL DISCLOSURE STATEMENT PROCESS. ALL OFFICERS, DIRECTORS, TRUSTEES, AND KEY EMPLOYEES ARE REQUIRED TO REPORT ANY CONFLICTS OF INTEREST AND TO COMPLY WITH THE CONFLICT OF INTEREST POLICY ON AN ANNUAL BASIS. FORM 990, PART VI, SECTION B, LINE 15 EVERY THREE YEARS AN INDEPENDENT STUDY IS CONDUCTED GATHERING INDUSTRY COMPENSATION AVERAGES FROM SELECT PEER INSTITUTIONS. EVERY YEAR THE JOHNS HOPKINS BOARD OF TRUSTEES COMPENSATION COMMITTEE REVIEWS COMPENSATION AMOUNTS FOR OFFICERS AND ALL EMPLOYEES AT THE DIRECTOR AND HIGHER LEVELS. FORM 990, PART VI, SECTION C, LINE 19 INTERNAL POLICIES, INCLUDING CONFLICT OF INTERST POLICY, ARE PROVIDED TO THE PUBLIC ON THE ORGANIZATION'S WEBSITE. FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST, THE GOVERNING DOCUMENTS HAVE BEEN MADE AVAILABLE IN OUR PUBLIC FILING WITH THE STATE OF MARYLAND AND THE INTERNAL REVENUE SERVICE. FORM 990, PART IX, LINE 11G PURCHASED SERVICES - PATIENT CARE: PROGRAM SERVICE EXPENSES 34,901,461. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 34,901,461. PURCHASED SERVICES - OTHER: PROGRAM SERVICE EXPENSES 15,067,778. MANAGEMENT AND GENERAL EXPENSES 21,597,178. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 36,664,956. FORM 990, PART XI, LINE 9: CHANGE IN MARKET VALUE OF SWAP AGREEMENT 1,579,174. INTEREST EXPENSE ON SWAP AGREEMENT -1,333,203. CHANGE IN FUND STATUS DEFINED BENEFIT PLANS 64,353,170. NET PERIODIC PENSION COST -12,077,000. NET ASST REL FROM OP -410,450. 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